When I am asked to name a school system leader who is an exemplar in the use of blogging and Twitter to further educational purposes, Chris Kennedy is the first person that comes to mind.
Chris is superintendent of schools in the West Vancouver School District in British Columbia. Chris’ blog, the “Culture of Yes” and tweets (@chrkennedy) are a model of of how school leaders can use social/learning media to teach, encourage, celebrate, and link educators within and beyond West Vancouver. As a result, Chris’ influence is felt not only in British Columbia but throughout North America and around the world.
So I was particularly eager to see Chris’ responses to these questions.
What are the two or three most important things you’ve learned about school change from participating in it, observing it, or studying it?
I have learned that every school needs to go through its own process. It can’t be speeded up because we need to have the conversations. We can’t microwave school growth and evolution.
Context really matters – from where schools are located, who is on the staff to what the history is of a school. In particular, we need to honour a school’s history.
I would also say that every little encounter matters. As a school leader a meeting might be a low priority for you, but it may be the most important meeting for the person you are with. You build credibility with the little things.
What would you say to a principal or teacher leader in his or her first year on the job?
Smile and listen. As nervous as you might be in the new role, others are also anxious about what it will be like to work with you. The first thing you need to do is reach out and build relationships.
From your perspective what seem to be the qualities of leaders who thrive in their work?
They are continually curious and comfortable with ambiguity. They understand that doing things differently is not a sign of weakness, nor does it mean that we were doing things “wrong” in the past. Instead, it’s part of the rapid change we are seeing in education and our society.
What thoughts do you have about how leaders might develop those qualities?
I think leaders need to step back and consciously let go of control. This can be terribly difficult, but something that can be practiced. Leaders need to consciously give up control – even over small things to start – and to be curious rather than focused on trying to be right.
There seems to be agreement that experimentation and risk-taking on the part of leaders is desirable. In what ways were you encouraged to step out of your comfort zone, and what was it like for you to do so?
Risk-taking and experimentation are absolutely part of what we need in our leaders.
I have been fortunate to be surrounded by people that encouraged a culture of risk taking. As a new teacher I was encouraged to take on new courses and teacher leadership, then encouraged to take on new roles. In turn, I have tried to do this for others and model it through my “Culture of Yes” blog.
It is terribly scary to take risks. I tell leaders to remember how risk makes us feel as we encourage our students and those we work with to take risks.
A common concern expressed by both new and experienced principals and teacher leaders has to do with teachers who are reluctant to engage in new practices. What ideas or practices would you offer to those leaders?
I think teachers are willing to engage in new practices if they believe the practices will make a difference for students. I don’t know any teachers who do not want to improve the life chances of their students, and teachers are willing to go above and beyond when they believe doing things differently will be better for those they work with.
I think we need to keep the focus on students – how will using technology in the classroom benefit students? How will an inquiry-based approach better engage those in our classrooms? How will a commitment to self-regulation better prepare students to be ready to learn? We can get caught up in bigger conversations around new practices, but we should always come back to students.
From your experience, what are the most important things a leader can do to influence teaching and learning?
School leaders should focus on being learning leaders themselves. They should position themselves as the lead-learner in the school. Principals and teacher leaders should model learning and be continually focused on improving learning for students.
It sounds obvious and simple, but we often get distracted. That’s why I encourage school leaders to focus on a small number of things that resonate with teachers across subject areas, such as using inquiry. It doesn’t mean this is all that is important, but it is crucial to have a focus.
I am also curious about what you regard as the areas of greatest leverage in your own work as a system leader.
I think the greatest power I have is as a connector and a storyteller. I have the amazing benefit of being in all of our schools and talking with students, teachers, administrators, trustees, parents, and the community.
Sometimes teachers and schools feel like they are on their own – I can help connect them and remind them they are part of something bigger. As we move in the same direction with a fair bit of flexibility and autonomy we are far more than independent contractors who share a geographic region.